INDEX
A
absences, 34–36, 38, 50, 79–80
accountability, 47–48
architectures that amplify, 156–62
blueprint for awakening compassion, 191, 192
compassion moves, 75–82
dilemmas, 82–90
during downsizing or job loss, 83–84
flexible time to cope, 77–78
improvisation, 75, 78, 79, 86, 90, 91
monitoring and listening, 79
privacy and, 86–89
reassurance and safety, 79–80
reflecting on, 90–91
rituals, memorials, and mementos, 80–81, 88–89
task flexibility and buffering, 78
Adler, Nancy, 222–23
The Age of Empathy (de Waal), 69
airline industry, 23–24
Alone Together (Turkle), 214–15
appraisals, 44–45
appreciation, 8
architectures that enhance attention, 134–44
Arnav, Dr., 210–11
attendance policies, 34–39
architectures that enhance, 134–44
awakening compassion, 31–32
B
Barry-Wehmiller firm, 172–73
Barsade, Sigal, 119–20
basic assumptions, 118–19, 120, 121
Bazerman, Max, 34
beholding, 223
benefit of the doubt, 49
bereavement-leave policies, 77–78, 80
Birgitta, Anne, 32
blame for suffering, 44–45, 147–49
blameless reporting, 146–47
blueprints for awakening compassion, 189–90
creating, for organization, 197–99
creating, for social architecture, 201–5
current competence, 196–97
organizational blueprint, 195–205
personal blueprint, 191–94
booking service, 21–22
boredom or stagnation, 143
Boyatzis, Richard, 167–68, 171
Buber, Martin, 49–50
buffering, 78
burnout, 22
C
call center employees, 21–22
Cameron, Kim, 14
Canevello, Amy, 120
capacity to respond, 45, 50, 193–94
feeling and, 60–61
cards, 109–10
care, economy of, 140
career growth or advancement, 142–43
Carlsen, Anne, 209
Cascade Engineering, 176–78
celebrations, 144, 154–55, 168–70, 204
Center for Compassion and Altruism
Research and Education, 224
design principle, 139
middle managers and, 48
Chapman, Bob, 172–73
child care, 178
Children’s Hospital and Clinics of Minnesota, 145
Chödrön, Pema, 221
choice, empathy as, 59–60
churches, 27–28
“claim rejection party,” 155
collective capabilities, 15–16, 17, 64
common humanity, 51–52, 57, 119, 121, 142, 199, 202
companionate love, 119–20
compassion
awakening, 31–32
definitions, 5–6
innovation and, 17–20
managerial toughness and, 56–57
wired into brain and body, 6
compassion, importance of, 13–29
adaptability, 27–28
bottom line and, 14–15
collaboration and, 23–24
engagement, 26
learning, 19–20
reflecting on, 29
strategic advantage and, 15–17, 23–24, 28, 29
talent, 25
compassion architects, 115, 123, 156, 170, 180
compassion competence four dimensions, 96
patterns of compassion, 95–96, 100, 102–6, 109–11, 113. See also designing for compassion competence; envisioning compassion competence; leading for compassion competence; understanding compassion competence
compassion fatigue, 214–15
compassion moves, 75–82
compassionate interpersonal goals, 120
competence, 95–96
conflicts at work, 52–53, 55–56
Conscious Business (Kofman), x
conscious capitalism, 176
Conscious Capitalism (Mackey and Sisodia), 176
coordination, 23–24
courage, 57
creativity, 15–16, 17–18, 28, 152
crises, 182–87
Crocker, Jennifer, 120
crucial conversations, 48
cultural assumptions, 141–42
cultural values, ix, 118=121, 142, 174, 199, 201
customization, 95–96, 107–10, 196, 198
D
de Waal, Frans, 69
death, 3–4
design principles, 147–50
firing, 53–55
suffering as by-product, 9–10
Delbecq, André, 222–23
aspirational goals, 145
blueprint for competence and, 202–5
celebrations, 144
cultural assumptions, 141
decision-making, 147–50
dialogue and discernment routines, 152
for discussing errors, 147
expand patterns of compassion, 159
meeting or gathering routines, 136–37
persistent sources of suffering, 143–44
selection and hiring routines, 135–36
sharing personal experiences, 153
sharing stories, 146
subnetworks, 135
designing for compassion competence, 133–63
amplifying compassionate action, 156–62
care, 136–39
dialogue and discernment routines, 151–56
empathy-filled social architecture, 150
enhancing attention, 134–44
expanding from simple to elaborate, 156–59
generous interpretations of suffering, 144–50
lowering cost of empathy, 140–42
to mitigate persistent sources of suffering, 142–44
playfulness, 153–56
reflecting on, 163
reinforcing community aspirations, 145–47
to support improvisation, 160–62
DeSteno, David, 70
Detroit, 18
devaluation, 8
deviance from norm, 97
dialogue and discernment routines, 151–56
difficult situations, interpreting and, 47, 51–57
“dirty work,” 86
domestic violence, 160–62
Doty, James, 224
downsizing/restructuring, 8, 9–10, 16, 17, 53–54, 83–84
drug addiction, 210–11
Dutton, Jane, xi
dysfunctional organizations, ix–x
E
egalitarianism, 24
Einstein, Albert, 221–22
Elkind, Peter, 212
emergent patterns, 95
emotional labor, 22
empathic concern, 61
empathy. See feeling/empathy
empathy fatigue, 208
Enron, 212–13
envisioning compassion competence, 95–111
customization, 95–96, 107–10, 196
magnitude of resources, 104–7
reflection on, 110–11
routines, 105–6
scope of resources, 101–3
speed and time, 98–100
espoused values, 119
Everybody Matters (Chapman), 172
excellence, 14
eye surgery, 18–19
F
feeling our way forward, 63, 69
feeling/empathy, 5, 6–7, 59–74, 194
attunement, 64–66
blueprint for awakening compassion, 191, 192
as bridge to action, 73–74
cognitive aspects, 63–64
identification, 69–73
lowering cost of, 140–42
perceptive engagement, 63–64, 68, 69, 74, 75, 150, 153
feminine values, xii
financial services industry, 14–15
firing decisions, 53–55
Fiske, Susan, 171
flexible time to cope, 77–78
flowers, 107
Flynn effect, ix–x
FoodLab, 18
formal routines, 151–52
Frost, Peter, 85
Fun Day celebrations, 154–55
G
generous interpretations of suffering, 46, 119, 193
designing for, 144–50
Gittell, Jody Hoffer, 23
Golden-Biddle, Karen, 28
gold-star awards, 140–41
gossip, 141
Grant, Adam, 213
gratitude, 5
H
Halifax, Joan, 65
happiness, 5
healing professions, 65
healing purpose, x–xi
health care settings, 14, 18–19, 145, 210–11
blameless reporting, 146–47
learning, 19–20
medical errors, 20, 84, 145–46
heart attacks, x
Heifetz, Ron, 165
higher-level executives, 48
high-touch services, 29
high-volume, low-cost surgical model, 19
hiring routines, 125–26
Homan, Daniel, 218
hospital cleaners, 123–24
hours worked over lifetime, 1
human flourishing, ix
humanistic values, xiii, 14, 119, 120, 121
Hurricane Sandy, 47
hyperconnected workplace, 49
hypermasculine values, xii
I
identification, 69–73
imbuing with worth, 48–49, 50, 120
immediacy, 98–100
improvisation, 75, 78, 79, 86, 90, 91, 116
designing to support, 160–62
routine and, 125
from simple to elaborate, 156–59
incivility, 52–53, 57, 208, 210–11
indifference, 61
inexpressibility of suffering, 37
information flow, 101, 114, 116–17, 118
ingenuity, 29
inscaping, 152–53
insurance coverage, 87, 102, 104
interdependency, 120–21, 125, 127, 145, 202
internalized cultural assumptions, 44–45
interpersonal goals, compassionate, 120
interpreting, 43–58
blueprint for awakening compassion, 191, 192
closing down compassion, 44–45
common humanity factor, 51–52, 57
cultivating presence, 49–50, 51
difficult situations, 51–57
generous interpretations, 46, 50, 57
imbuing with worth, 48–49
letting go, 53–57
positive default assumption, 46–47, 50
reflecting on, 58
interviews, 126
IQ, ix–x
I-Thou relationship, 49–50
J
Jamison, Leslie, 59
Judge, Mychal, 186
jumping to conclusions, 44
Keller, Fred, 176–78
Kim, Suntae, 18
kindness, 5
Kofman, Fred, x
L
Lay, Kenneth, 212
layoffs, 82–83
decision-making, 147–49
informal, 143–44
modeling cultural values, 142, 174
as obstacle to compassion, 216–18
symbolic power, 165
leading for compassion competence, 165, 166–67, 174–82
communicating that we are in it together, 174–76
crises, 182–87
investing in compassion competence, 176–78
leading for compassion, 174–82
legitimizing suffering and compassion, 179–81
reflecting on, 187
ways in which leaders awaken compassion competence, 166–67
leading with compassion, 166–74
interpersonal and emotional skills, 170–71
taking compassion from work to home, 172–73
legitimacy, 179–81
letting go, 53–57
Livne-Tarandach, Reut, 35
lower-level employees, 48, 136
Lynch, Phil, 182–87
M
Mackey, John, 176
Madden, Laura, 124
magnitude of resources, 104–7, 196, 198
Maitlis, Sally, 129
malpractice lawsuits, 84
managerial toughness, compassionate, 56–57
managers
decision-making, 3–5
middle managers, 48
training, 122–23
Mao, Jina, 28
Margolis, Joshua, 213
Martin, Dan, 45
McLaren, Karla, 64
McLean, Bethany, 212
McTernan, Bernita, 151
medical errors, 20, 84, 145–46
meeting or gathering routines, 136–37
Mehta, Pavithra, 19
mental health issues, 49, 70–71, 83
“micro moves,” 32
middle managers, 48
Midwest Billing example, 55, 134–44, 160–62, 166
“claim rejection party,” 155
Miller, Dale, 140
Molinsky, Andy, 213
monitoring, 79
Morath, Julie, 145–46
moves. See compassion moves
N
natural disasters, 36, 99, 106, 129
Nazi takeover, 51
“near misses,” 20
negative deviance, 97
awaken compassion competence, 115–17
high-quality ties, 98
noticing in, 36–37
obstacles, 209–11
New York City Fire Department, 186
Nilsson, Warren, 152–53
not-for-profit settings, 13–14
blueprint for awakening compassion, 191, 192
clues, 34
distributed, 36–37
inquiry work, 35–37
reflecting on, 41–42
shaped by organizations, 38–39
spreading attention to suffering, 39–41
systemic aspect, 36–37
Nussbaum, Martha, 212
O
obstacles to compassion, overcoming, 207–19
leadership as, 216–18
organizational culture, 212–13
rewriting missed opportunities, 218–19
roles as, 213–14
routines as, 214–16
six most common, 207–9
ties between people, 209–11
O’Donohue, John, 224
onboarding and training routines, 137
O’Neill, Mandy, 119–20
organizational culture, ix, 118–21, 203
obstacles to compassion, 212–13
organizations
basic assumptions, 118–19, 120, 121
blueprints for awakening compassion, 195–205
compassion in, 6–8
compassionate choices, 10–11
current competence, 196–97
patterns of compassion, 95–96, 100, 102–6, 109–11, 113
social architecture, 93–94, 105–6, 114–15
as sources of suffering, 1–2, 8, 9
suffering as by-product of decisions, 9–10
system-level focus, 7. See also envisioning compassion competence; understanding compassion competence
P
Paddock, Tana, 152–53
patterns of compassion, 7, 95–96, 100, 102–6, 109–11
perceptive engagement, 63–64, 68, 69, 74, 75, 150, 153
perfectionism, 170–71
performance deficits, 34–36, 38, 50, 208
philanthropic approach to emotions, 22–23
pink-collar ghetto, 134–35, 142–43, 160
playfulness, 153–56, 160, 172–73
Plowman, Donde Ashmos, 27–28, 123–24
positive default assumption, 46–47, 48, 50, 119
The Positive Organization (Quinn), 130
poverty, 177–78
poverty simulation, 177–78
Pratt, Lonni Collins, 218
Prentice, Deborah, 140
identification and, 71–73
mindfulness, 67–68
privacy, 86–89
protecting, 78
Q
Quaker tradition, 88–89
Quinn, Bob, 130
R
“rank and yank,” 212
reassurance and safety, 79–80, 102
relational coordination, 24
relationships at work, 9–10
depth and quality, 4
Resonant Leadership (Boyatzis and McKee), 167–68
resources, 166–67
breadth of, 101–2
calibration, 102–3
cost, 109–10
increasing amount, 104–5
matching magnitude to need, 106–7
retreats or gatherings, 154–55
return-to-work equipment, 108, 109
Reuters America, 182–87
rewards, 140–41
rituals, memorials, and mementos, 80–81, 88–89, 143–44
role taking, 122–23
as obstacles, 213–14
routines, 105–6, 125–28, 199, 204
decision-making, 147–49
design principles, 135–37
dialogue and discernment, 151–56
as obstacles, 214–16
S
sacred/infinite, 49–50
safety incidents, 147–48
safety violations, 97
Sandelands, Lloyd, 223
Scarry, Elaine, 37
Schein, Edgar, 118
seeing, 223
selection and hiring routines, 135–36
self-interest, 60, 145, 208–9, 212–13, 221–22
sentence exercise, 213–14
Seppälä, Emma, 221
September 11, 2001, 15, 182–87
service work, 22–23
“shared service” model, 137
Shenoy, Suchitra, 19
Shepard, Bruce, 179–81, 216, 223
Shepherd, Trent, 106
Shotter, John, 63
Simmel, Georg, 114
Simosko, Nina, 17–18
Simpson, Ace, 149
Sinek, Simon, 172
single mothers, 136
six degrees of separation, 114
Skilling, Jeffrey, 212
social architecture, 93–94, 105–6, 114–15, 131, 144
amplifying compassionate action, 156–62
blueprint for, 199–205
empathy-filled, 150
facilitators and blocks, 200–202, 204, 205
social entrepreneurship, 18
somatic senses, 64–65
Sonenshein, Scott, 134
Southwest Airlines, 23–24
Spreitzer, Gretchen, 134
standard practice, 125
Stapleton, Shannon, 186
status hierarchy, 210
stewardship, 172
stigma
low-status occupations, 85–86
mental health issues, 49
stories, 128–30, 146, 205, 208–9
rewriting, 219
strategic advantage, 15–17, 23–24, 29, 197
adaptability, 28
six types, 17
suffering
alleviating, 23, 37, 47, 104, 108, 123
breaking silence about, 8–11
compassion as desire to alleviate, 5, 8
compassionate choices, 10–11
as hidden cost, 1–2
inexpressibility of, 37
lack of career growth or advancement, 142–43
making meaning of, 5
managerial decisions about, 3–4
as motivation for innovation, 18–19
outside of work boundaries, 3–4, 8–9
as pervasive in workplaces, 1–2, 8
“there’s always pain in the room,” 153
as threat to holistic integrity and existence, 36
sunshine breaks, 142
“support pod,” 137
support routines, 178
surfacing, 170–71
system-level perspective, 93–94, 131
T
taking advantage, fears of, 47, 52, 57
talent, 25
task flexibility and buffering, 78
Teaming (Edmondson), 145
TechCo example, 55, 96–111, 127, 134, 162, 166, 213
understanding compassion competence, 113–17, 121, 123–25, 127, 129
time, actions over, 98–100
town hall meetings, 186
toxin handling, 85
cross-training routine, 143
poverty simulation, 177–78
“triple bottom line,” 176–78
U
understanding compassion competence, 113–31
organizational culture, ix, 118–21
reflecting on, 131
roles, 122–24
routines, 125–28
V
vacation-time-donation policy, 105, 127
Valdesolo, Piercarlo, 70
values, 6–7, 101, 106–7, 109, 175, 199
companionate love, 119–20
design principles, 141–42
espoused, 119
humanistic, xiii, 14, 119, 120, 121
virtuousness, 14
Venkataswamy, Govindappa (Dr. V), 18–19
virtuousness, 14
W
webs of affiliations, 114, 139
“welfare-to-career track,” 177–78
Western Washington University, 179–81
Whole Foods Market, xi–xii
Williams, Dean, 106
withholding information, 33–35, 36, 38, 140
wonder, 209
Wrzesniewski, Amy, 123
Wuthnow, Robert, 222
Z
Zaki, Jamil, 60